text book

1. Strategic Information Systems Planning: A Review
Somendra Pant† and Cheng Hsu‡
1995 Information Resources Management Association International
Conference, May 21-24, Atlanta, Georgia .
January 1995
† Doctoral Student, School of Management, Rensselaer Polytechnic Institute, Troy, NY
12180-3590
‡ Associate Professor, Decision Sciences and Engineering Systems Department,
Rensselaer Polytechnic Institute, Troy, NY 12180-3590

2. Abstract
Information has emerged as an agent of integration and the enabler of new competitiveness for
today’s enterprise in the global marketplace. However, has the paradigm of strategic planning
changed sufficiently to support the new role of information systems and technology? We reviewed
the literature for commonly used or representative information planning methodologies and found
that a new approach is needed. There are six methodologies reviewed in this paper. They all tend to
regard planning as a separate stage which does not connect structurally and directly to the
information systems development. An integration of planning with development and management
through enterprise information resources - which capture and characterize the enterprise - will
shorten the response cycle and even allow for economic evaluation of information system
investment.

3. 1
1. Background
For a long time relationship between information system functions and corporate strategy
was not of much interest to Top Management of firms. Information Systems were thought to be
synonymous with corporate data processing and treated as some back-room operation in support of
day-to-day mundane tasks (Rockart, 1979). In the 80’s and 90’s, however, there has been a
growing realization of the need to make information systems of strategic importance to an
organization. Consequently, strategic information systems planning (SISP) is a critical issue. In
many industry surveys, improved SISP is often mentioned as the most serious challenge facing IS
managers (Pavri and Ang, 1995, Beath and Orlikowski, 1994; Martin, 1993; Porter and Miller,
1985).
Planning for information systems, as for any other system, begins with the identification of
needs. In order to be effective, development of any type of computer-based system should be a
response to need--whether at the transaction processing level or at the more complex information and
support systems levels. Such planning for information systems is much like strategic planning in
management. Objectives, priorities, and authorization for information systems projects need to be
formalized. The systems development plan should identify specific projects slated for the future,
priorities for each project and for resources, general procedures, and constraints for each application
area. The plan must be specific enough to enable understanding of each application and to know
where it stands in the order of development. Also the plan should be flexible so that priorities can be
adjusted if necessary. King (King, 1995) in his recent article has argued that a strategic capability
architecture - a flexible and continuously improving infrastructure of organizational capabilities - is
the primary basis for a company's sustainable competitive advantage. He has emphasized the need
for continuously updating and improving the strategic capabilities architecture.
SISP is the analysis of a corporation’s information and processes using business information
models together with the evaluation of risk, current needs and requirements. The result is an action
plan showing the desired course of events necessary to align information use and needs with the
strategic direction of the company (Battaglia, 1991). The same article emphasizes the need to note
that SISP is a management function and not a technical one. This is consistent with the earlier
distinction between the older data processing views and the modern strategic importance view of
Information Systems. SISP thus is used to identify the best targets for purchasing and installing
new management information systems and help an organization maximize the return on its
information technology investment. A portfolio of computer-based applications is identified that will
assist an organization in executing its business plans and realize its business goals. There is a
growing realization that the application of information technology (IT) to a firm’s strategic activities
has been one of the most common and effective ways to improve business performance.

4. This paper reviews the existing methodologies for SISP in an attempt to answer the critical
question: how to move ahead and further improve the effectiveness of strategic planning for
information-based enterprises? In particular, we examine their capacity for driving the development
of corporate information systems ensuing the planning, and their potential to support economic
evaluations of information systems investments.
2. The Perspective of Strategic Information Systems Planning
In order to put the planning for strategic information systems in perspective, the evolution of
information systems according to the three-era model of John Ward, et al.(1990) is pertinent.
According to this model there are three distinct, albeit overlapping, eras of information systems,
dating back to the 60’s. The relationship over time of the three eras of information systems is
shown in table 1:
ERA CHARACTERISTICS
60s Data Processing (DP) Standalone computers, remote from users, cost reduction
function.
2
70s &80s Management
Information Systems
(MIS)
Distributed process, interconnected, regulated by
management service, supporting the business, user driven.
80s &90s Strategic Information
Systems (SIS)
Networked, integrated systems, available and supportive to
users, relate to business strategy, enable the business -
business driven.
Table 1: The Three Era Model of IS [Adapted from Ward (1990) ]
Applications in the overall Data Processing (DP), Management Information Systems (MIS)
and Strategic Information Systems (SIS) area need to be planned and managed according to their
existing and future contribution to the business. Traditional portfolio models consider the
relationship of systems to each other and the tasks being performed rather than the relationship with
business success. A portfolio model derived from McFarlan (1984) considers the contribution of
IS/IT to the business now and in the future based on its industry impact. Based on this model
applications are divided into four categories, as shown here:
Strategic
( Applications which are critical for future
success. Examples: computer-integrated
manufacturing, links to suppliers, etc.)
Turnaround
( Applications which may be of future
strategic importance. Examples: electronic
data interchange with wholesalers, electronic
mail, etc.)

5. 3
Factory
( Applications which are critical to sustaining
existing business. Examples: employee
database, maintenance scheduling, etc.)
Support
( Applications which improve management
and performance but are not critical to the
business. Examples: time recording, payroll,
etc.)
Table 2: A Portfolio Model [McFarlan (1984)]
Some characteristics of strategic IS planning are:
• Main task: strategic/competitive advantage, linkage to business strategy.
• Key objective: pursuing opportunities, integrating IS and business strategies
• Direction from: executives/senior management and users, coalition of users/management and
information systems.
• Main approach: entrepreneurial (user innovation), multiple (bottom-up development, top down
analysis, etc.) at the same time.
Strategic Information Systems Planning in the present SIS era is not an easy task because
such a process is deeply embedded in business processes. These systems need to cater to the
strategic demands of organizations, i.e., serving the business goals and creating competitive
advantage as well as meeting their data processing and MIS needs. The key point here is that
organizations have to plan for information systems not merely as tools for cutting costs but as means
to adding value. The magnitude of this change in perspective of IS/IT’s role in organizations is
highlighted in a Business Week article, ‘The Technology Payoff’ (Business Week, June 14, 1993).
According to this article, throughout the 1980s US businesses invested a staggering $1 trillion in the
information technology. This huge investment did not result in a commensurate productivity gain -
overall national productivity rose at a 1% annual rate compared with nearly 5% in Japan. Using the
information technology merely to automate routine tasks without altering the business processes is
identified as the cause of the above productivity paradox. As IT is used to support breakthrough
ideas in business processes, essentially supporting direct value adding activities instead of merely
cost saving, it has resulted in major productivity gains. In 1992, productivity rose nearly 3% and
the corporate profits went up sharply. According to an MIT study quoted in the above article, the
return on investment in information systems averaged 54% for manufacturing and 68% for all
businesses surveyed. This impact of information technology on re-defining, re-engineering
businesses is likely to continue and it is expected that information technology will play increasingly
important roles in future. For example, Pant, et al. (1994) point out that the emerging vision of
virtual corporations will become a reality only if it is rooted in new visionary information
technology. It is information technology alone which will carve multiple ‘virtual corporations’
simultaneously out of the same physical resources and adapt them without having to change the
actual organizations. Thus, it is obvious that information technology has indeed come a long way in
the SIS era, offering unprecedented possibilities, which, if not cashed on, would turn into

6. unprecedented risks. As Keen (1993) has morbidly but realistically pointed out that organizations
not planning for strategic information systems may fail to spot the business implications of
competitors’ use of information technology until it is too late for them to react. In situations like
this, when information technology changes the basics of competition in an industry, 50% of the
companies in that industry disappear within ten years.
3. Strategic Information Systems Planning Methodologies
The task of strategic information systems planning is difficult and often time organizations
do not know how to do it. Strategic information systems planning is a major change for
organizations, from planning for information systems based on users’ demands to those based on
business strategy. Also strategic information systems planning changes the planning characteristics
in major ways. For example, the time horizon for planning changes from 1 year to 3 years or more
and development plans are driven by current and future business needs rather than incremental user
needs. Increase in the time horizon is a factor which results in poor response from the top
management to the strategic information systems planning process as it is difficult to hold their
attention for such a long period. Other questions associated with strategic information systems
planning are related to the scope of the planning study, the focus of the planning exercise - corporate
organization vs. strategic business unit, number of studies and their sequence, choosing a strategic
information systems planning methodology or developing one if none is suitable, targets of planning
process and deliverables. Because of the complexity of the strategic information systems planning
process and uniqueness of each organization, there is no one best way to tackle it. Vitale, et al.
(1986) classify SISP methodologies into two categories: impact and alignment. Impact
methodologies help create and justify new uses of IT, while the methodologies in the “alignment”
category align IS objectives with organizational goals. These two views of SISP are shown in
figure 1.
4

7. Alignment View Impact View
Communic Software
-ations and
Networks
5
Business
Goals
Applications Applications
Databases Databases
Hardware Software Hardware
Competitive
Advantage
Communic
-ations and
Networks
Figure 1: Two Views of SISP Methodologies
A. Impact Methodologies
1. Value Chain Analysis: The concept of value chain is considered at length by Michael Porter
(1984). According to him, ‘every firm is a collection of activities that are performed to design,
produce, market, deliver, and support its product. All these activities can be represented using a
value chain.’ Porter goes on to explain that information technology is one of the major support
activities for the value chain. “Information systems technology is particularly pervasive in the value
chain, since every value activity creates and uses information. .. The recent, rapid technological
change in information systems is having a profound impact on competition and competitive
advantage because of the pervasive role of information in the value chain. ..Change in the way office
functions can be performed is one of the most important types of technological trends occurring
today for many firms, though few are devoting substantial resources to it. .. A firm that can discover
a better technology for performing an activity than its competitors thus gains competitive advantage”
(Porter, 1985). A typical value chain is summarized in the figure 2.

8. 6
PRIMARY ACTIVITIES
Inbound
logistics
Operations Outbound
logistics
Marketing
and sales
Service $
SUPPORT ACTIVITIES
Firm infrastructure
Human resources management
Technology development
Procurement
Figure 2: Porter’s Value Chain (Porter, 1985)
Once the value chain is charted, executives can rank order the steps in importance to
determine which departments are central to the strategic objectives of the organization. Also,
executives can then consider the interfaces between primary functions along the chain of production,
and between support activities and all of the primary functions. This helps in identifying critical
points of inter-departmental collaboration. Thus, value chain analysis:
(a) is a form of business activity analysis which decomposes an enterprise into its parts.
Information systems are derived from this analysis.
(b) helps in devising information systems which increase the overall profit available to a firm.
(c) helps in identifying the potential for mutual business advantages of component businesses, in the
same or related industries, available from information interchange.
(d) concentrates on value-adding business activities and is independent of organizational structure.
Strengths : The main strength of value chain analysis is that it concentrates on direct value adding
activities of a firm and thus pitches information systems right into the realm of value adding rather
than cost cutting.
Weaknesses: Although a very useful and intuitively appealing, value chain analysis suffers from a
few weaknesses, namely,
(a) it only provides a higher level information model for a firm and fails to address the
developmental and implementation issues.
(b) because of its focus on internal operations instead of data, it fails to define a data structure for the
firm.

9. (c) the basic concept of a value chain is difficult to apply to non-manufacturing organizations where
the product is not tangible and there are no obvious raw materials.
(d) it does not provide an automated support for carrying out analysis.
Value chain analysis, therefore, needs to be used in conjunction with some other methodology
which addresses the development and implementation issues and defines a data structure.
2. Critical Success Factor Analysis: Critical success factors analysis can be considered to be both
an impact as well as an alignment methodology. Critical Success Factors (CSF) in the context of
SISP are used for interpreting more clearly the objectives, tactics, and operational activities in terms
of key information needs of an organization and its managers and strengths and weaknesses of the
organization’s existing systems. Rockart (1979) defines critical success factors as being ‘for any
business the limited number of areas in which results, if they are satisfactory, will ensure successful
competitive performance for the organization.’ As shown in figure 3, CSFs can exist at a number of
levels. They represent the few key areas where things must go right for the business to flourish.
Consequently, critical success factors are areas of activity that should receive constant and careful
attention from management.
Rockart originally developed the CSF approach as a means to understanding the information
needs of CEOs. The approach has subsequently been applied to the enterprise as a whole and has
been extended into a broader planning methodology. It has been made the basis of many consulting
practices and has achieved major results where it has been used well.
CSFs can exist at a number of levels, i.e., industry, organizational, business unit, or
manager’s. CSFs at a lower level are derived from those at the preceding higher level. The CSF
approach introduces information technology into the initial stages of the planning process and helps
provide a realistic assessment of the IT’s contribution to the organization.
7
Industry CSFs
Organizational CSFs
Business Unit or
Function CSFs
Manager's CSFs

10. Figure 3: Hierarchy of CSFs
Strengths: CSF analysis provides a very powerful method for concentrating on key information
requirements of an organization, a business unit, or of a manager. This allows the management to
concentrate resources on developing information systems around these requirements. Also, CSF
analysis is easy to perform and can be carried out with few resources.
Weaknesses: (a) although a useful and widely used technique, CSF analysis by itself is not enough
to perform comprehensive SISP - it does not define a data architecture or provides automated
support for analysis.
(b) to be of value, the CSF analysis should be easily and directly related back to the objectives of the
business unit under review. It has been the experience of the people using this technique that
generally it loses its value when used below the third level in an organizational hierarchy (Ward,
1990, p.164).
(c) CSFs focus primarily on management control and thus tend to be internally focused and
analytical rather than creative (Ibid.).
(d) CSFs partly reflect a particular executive’s management style. Use of CSFs as an aid in
identifying systems, with the associated long lead-times for developing these systems, may lead to
giving an executive information that s/he does not regard as important (Ibid.).
(e) CSFs do not draw attention to the value-added aspect of information systems. While CSF
analysis facilitates identification of information systems which meet the key information needs of an
organization/business unit, the value derived from these systems is not assessed.
B. Alignment Methodologies
1. Business Systems Planning (BSP): This methodology, developed by IBM, combines top down
planning with bottom up implementation. The methodology focuses on business processes which in
turn are derived from an organization’s business mission, objectives and goals. Business processes
are analyzed to determine data needs and, then, data classes. Similar data classes are combined to
develop databases. The final BSP plan describes an overall information systems architecture as well
as installation schedule of individual systems.
Steps in a BSP study are:
8

11. Gain top management commitment
Prepare for the study
Conduct the kickoff meeting
Define the business processes
Define the data classes
Analyze current business and systems
relationships
Interview leading executives
Reduce and organize interview data
9
Define an information architecture
Determine architectural priorities
Develop recommendations and
an action plan
Review the Information Systems
Management
Report results
Figure 4: Steps in a BSP Study (Martin, 1982)
Barlow (1990) and Ledrer and Sethi (1988) have discussed strengths and weaknesses of BSP.
Strengths: Because BSP combines a top down business analysis approach with a bottom up
implementation strategy, it represents an integrated methodology. In its top down strategy, BSP is
similar to CSF method in that it develops an overall understanding of business plans and supporting
IS needs through joint discussions. IBM being the vendor of this methodology, it has the advantage
of being better known to the top management than other methodologies.
Weaknesses: (a) BSP requires a firm commitment from the top management and their substantial
involvement.
(b) it requires a high degree of IT experience within the BSP planning team.

12. (c) there is a problem of bridging the gap between top down planning and bottom up
implementation.
(d) it does not incorporate a software design methodology.
(e) major weakness of BSP is the considerable time and effort required for its successful
implementation.
2. Strategic Systems Planning (SSP): Also known as PROplanner and developed by Robert
Holland, this methodology is similar to BSP. A business functional model is defined by analyzing
major functional areas of a business. A data architecture is derived from the business function
model by combining information requirements into generic data entities and subject databases. New
systems and their implementation schedules are derived from this architecture. This architecture is
then used to identify new systems and their implementation schedule. Although steps in the SSP
procedure are similar to those in the BSP, a major difference between SSP and BSP is SSP’s
automated handling of the data collected during the SISP process. Software produces reports in a
wide range of formats and with various levels of detail. Affinity reports show the frequencies of
accesses to data and clustering reports give guidance for database design. Users are guided through
menus for on-line data collection and maintenance. The software also provides a data dictionary
interface for sharing SSP data with an existing data dictionary or other automated design tools.
Steps in the SSP procedure are shown in figure 5. In addition to SSP, Holland System’s
Corporation also offers two other methodologies - one for guiding the information system
architecture and another for developing data structures for modules from the SISP study. The
strengths and weaknesses of BSP apply to SSP as well.
1 0
Define new systems
and their
implementation
schedule
Analyze major
functional areas
Develop a business
functional model
Determine information
requirements
Combine information
requirements into
generic data entities
and subject databases
Derive IS
architecture
Figure 5: Steps in SSP Procedure

13. 3. Information Engineering (IE): This methodology was developed by James Martin (1982) and
provides techniques for building enterprise, data and process models. Theses models combine to
form a comprehensive knowledge base which is used to create and maintain information systems.
Basic philosophy underlying this technique is the use of structured techniques in all the tasks relating
to planning, analysis, design and construction of enterprise wide information systems. Such
structured techniques are expected to result in well integrated information systems. IE relies on an
information systems pyramid for an enterprise. Such a pyramid is shown in the figure 6. The
pyramid has three sides which represent the organization’s data, the activities the organization carries
out using the data and the technology that is employed in implementing information systems. IE
views all three aspects of information systems from a high-level, management oriented perspective at
the top to a fully detailed implementation at the bottom. The pyramid describes the four levels of
activities, namely, strategy, analysis, systems design and construction, that involve data, activities
and technology.
1 1
Strategic overview of
the information needed
to run an enterprise
as effctively as possible
Fully normalized
logical data model
Design of the records
used by specific
procedures
Application program
view of the data
Strategic overview of how
technology can be used to
improve the enterprise
The processes needed to
operate the enterprise, and
how they integrate
Design of procedures
for executing specified
processes
Design of detailed program
logic or input to a code
generator
Strategy
Analysis
System Design
Data Construction
Activities
Figure 6: The IS Pyramid (Martin, 1989)
In addition to information engineering, Martin advocates the use of critical success factors.
A major difference between IE and other methodologies is the automated tools provided by IE to link
its output to subsequent systems development efforts, and this is the major strength of this
methodology. Major weaknesses of IE have been identified as difficulty in securing top
management commitment, difficulty in finding the team leader meeting criteria, too much user
involvement and that the planning exercise takes long time.
4. Method/1: Method/1 (Arthur Anderson and Co., 1982) is a layered approach for SISP. The top
layer is the methodology itself, the middle layer of techniques supports the methodology, and a
bottom layer of tools supports the techniques. Techniques supported by this methodology include
data flow diagramming, matrix analysis, functional decomposition, focus groups and Delphi
studies. Andersen Consulting’s CASE tool set FOUNDATION includes computer programs that
support Method/1.
This methodology has five distinct objectives (Lederer and Gardiner, 1992):
• To identify the organization’s information needs.

14. • To find new opportunities for using information to achieve competitive advantage.
• To define an overall IT strategy for satisfying the organization’s IT objectives.
• To define data, applications, technology and organizational requirements for supporting the
overall IT strategy.
• To define the activities needed to meet the above requirements and thereby implement the overall
IT strategy.
This methodology incorporates the value chain analysis in its approach towards business and
competitive assessment. The ten work segments of Method/1, their actions and products are shown
in table 3 (Lederer and Gardiner, 1992).
Work Segment Actions Product
1. Scope Definition and
1 2
Organization
Determine key planning
issues
Determine project scope
Organize project team
Obtain management
commitment
Definition of key planning
issues
Definition of project scope
Schedule of key management
checkpoints
Proposal letter
2. Business and Competitive
Assessment
Study business and
competitive environment
Identify competitive
information opportunities
Define strategic information
needs
Opportunities to use
information competitively
Definition of priority-setting
criteria
3. Present State Assessment Document present systems
Assess effectiveness of
information services
Review functional operations
Assess present operations
Evaluate competitive IT
position
Evaluation of organization’s
IT position
Description of present and
planned application
characteristics
Assessment of present
operations, architecture, and
capacity

15. 1 3
4. Information Technology
Opportunities
Analyze IT trends
Determine information needs
Define major IT objectives
Identify opportunities for
improvement
Summary of needs of each
major functional department
Description of opportunities
for improvement
Summary of IT objectives
and trends
5. Information Technology
Strategies
Develop high-level IT
strategies
Define conceptual architecture
of required information
systems
Identify high-priority projects
IT strategies
Description of high-priority
projects
6. Organization Plan Develop change management
approach
Develop human resources
plan
Organization plan
7. Data and Applications Plan Define data and applications
Define data and maintenance
approaches
Develop data and application
plan
Data and application plan
8. Technology Plan Develop technical architecture
Develop technology plan
Technology plan
9. Information Action Plan Develop migration plan
Prepare information action
plan
Approve and initiate
information action plan
Information action plan
10. Product Definition and
Planning
Initiate project definition
Define requirements
Develop a conceptual design
Obtain management advisory
committee approval
Project definition report
Table 3: Work Segments, Actions and Products in Method/1
4. Key Issues in SISP Methodologies:
Lederer and Sethi (1988) surveyed 80 organizations to examine the problems faced by

16. information systems managers when they attempt to implement one of three alignment
methodologies, BSP, SSP or IE. Barlow (1990) has also examined the SISP methodologies and
has provided some insights into their structure and implementation problems. Bergeron et al. (1991)
examined the issue of application of two ‘impact’ methodologies, Porter’s Value Chain Analysis and
Wiseman’s Strategic Thrust Methodology. These studies and the insights developed by us form the
basis of this section which provides a critique of the existing methodologies.
The detailed list of problems in implementing SISP methodologies has been classified by
Lederer and Sethi as resource, planning process, or output related problem associated with the three
methodologies. According to this survey, the most severe problem identified by IS managers is the
failure to secure top management commitment for carrying out the final plan. The second most
severe problem identified is the requirement for substantial further analysis after the completion of
the IS plan. Both these problems are related to the output of the planning process. Besides these
top two, six of the next top eight problems are related to the resources required to carry out the
strategic information systems planning (success of the plan depends on the team leader, difficulty in
finding the team leader meeting the criteria specified in the study, methodology lacking computer
support, planning exercise taking long time, etc.). Among the top ten problems encountered while
implementing one of these methodologies (or, even while implementing an in-house methodology),
three are common: difficulty in obtaining top management commitment for implementing the
outputs, the requirement of substantial further analysis and difficulty in finding a good team leader.
The results of this survey suggest that IS planners are not particularly satisfied with their
methodologies. If the objective of the SISP exercise is to align IS objectives with business goals,
then detailed, lengthy and complex SISP may be of limited value. Where the objective is to use IT
to impact a business strategy, these methodologies may not generate useful ideas for that purpose.
Bergeron et al. (1990), however, point out that the value chain analysis and Wiseman’s strategic
methodologies do help in achieving that purpose. Barlow (1990) suggests that the large number of
methodologies that have been developed can often ‘add confusion rather than clarity to the (IS)
planning process.’
Salient points which emerge from this and the preceding sections are:
• Although strategic information systems planning is a major concern, most organizations find
it difficult to undertake it. Besides their lack of experience with SISP, absence of a
comprehensive, structured, easy to use methodology may also be a main reason for it. It is
possible that the advances in Information Technology and their applicability in organizations has
outpaced all formal methodologies evolved in the 70s and 80s or evolved in 90s as marginally
modified versions of the earlier methodologies, which were largely dominated by IBM’s Business
Systems Planning.
• Further, as pointed out by Barlow (1990) also, the overall success of an integrated
business/technology architecture depends upon the organizational structure, the level of IT
1 4

17. experience within the company and the availability of information resources. Since these factors
differ between firms, there may not be a single best way to view IT planning.
• A comprehensive methodology for SISP will need to incorporate both the ‘impact’ and the ‘align’
views. Method/1 incorporates Value Chain Analysis. IE supports Critical Success Factors
Analysis. Even BSP is now incorporating CSFs.
• Since it is difficult to find a team leader who meets the criteria specified in SISP methodologies, it
is proposed that detailed guidelines on how to perform a SISP study by way of an automated tool
will help. Such a tool will make the task more structured and less leader-critical. Some such tools
for strategic business planning have been developed by the Search Technology, Inc. and are
reported in Rouse and Howard (1993).
5. Conceptual Framework for SISP - A Research Agenda
A conceptual framework for SISP is necessary both from a theory building perspective as
also providing a basis for undertaking SISP. The latter is expected to answer the following
questions frequently encountered by the practitioners in this area:
• What is involved in SISP and how to go about doing it?
• How to link the products of SISP to systems analysis, design and implementation in a timely
manner?
• Is one SISP methodology more suitable than another in a given context?
• How to evaluate alternative information systems plans?
The theory building perspective of SISP is expected to contribute to research in this area,
which, being in its infancy, has been largely anecdotal.
Based on the literature in this area and a careful study of the current methodologies, certain
generic steps in a typical SISP formulation can be identified. These are:
• Study Internal Business Environment. This is a prerequisite to determining the business IS
needs. The internal business environment is comprised of mission of the organization, its
objectives, strategies and plans, business activities, the organizational environment, core
competencies, its critical success factors and the internal value chain.
• Study external business environment. This helps an organization focus attention on the forces and
pressure groups it encounters. These external forces exert a very strong influence on the business
strategy of an organization. Factors to be considered here are the industry that the organization is in
and that industry’s critical success factors, competitive position of the organization in the industry,
relationship with major buyers and suppliers.
• Study internal IS/IT environment. This is mainly comprised of the current and planned
applications portfolio that supports the business. Other aspects to be considered here are the present
IS organization, skills and attitudes of people in the organization, IT environment and the IS/IT
budgets.
1 5

18. • External IS/IT Environment. This consists of scanning the environment for available and
emerging technologies and their business implications. An important aspect of this is to understand
how the competitors are using information technology.
Strategic Information Systems Planning essentially provides a high level
business/information model for an organization. Conceptually, the entire process of planning down
to its detailed implementation can be looked at as occurring at three levels as shown in figure 7.
1 6
Planning Level
Analysis and Design
Level
Implementation
Level
Figure 7: Three Levels of IS Planning and Implementation
All the generic tasks associated with SISP are performed at the top level and the information
flows at that level are diagrammed. The outflows from the top level flow vertically into the next
Analysis and Design level. This level has its own generic flows, associated with the analysis and
design cycle of the systems development life cycle. The vertical flows do two things: (a) provide
constraints on the flows and entities at this level and (b) create entities which link the analysis and
design level to the upper, planning level. Similarly, outputs from the analysis and design level
create and constraint flows at the implementation level. It is hypothesized that different
combinations of flows and entities at the top level will result in different information architecture for
the organization. For example, a different set of critical success factors will give rise to different
constraints and hence different architecture. Similarly, if entities are changed at the top level, a
different flow and hence a different architecture will emerge. For example, if the planning level
model uses the internal value chain as against the external value chain - the resulting vertical flows,
and hence the architecture, will be different. This should provide an organization the capability to
(a) experiment with different architecture and (b) to modify its current architecture in response to
high level changes without having to redo the entire systems development life cycle.

19. It is also hypothesized that the above model will provide an organization a third alternative to
develop applications based on either a comprehensive systems development life cycle or rapid
prototyping. Either after the completion of the top level model or even during its completion, some
critical vertical flows can be identified - for example those based on the critical success factors, or
some competitive advantage/threat. Applications can then quickly be developed, tested and
implemented along those critical/competitive flows. The rest of the model can await completion and
subsequent implementation while the organizational resources are concentrated on developing
applications demanded by the exigencies of the current situation.
Developing a Theoretical Perspective
Hsu and Rattner (1993) developed a theory of information integration in CIM environment.
This theory developed a concept of parallel paradigm of integration which asserts that by the sharing
of information between processes interdependent decisions are pooled into concurrent processes.
This parallel formulation of processes is a major change from the traditional sequential formulation
of processes. In traditional CIM formulation, functions are supported by isolated decision spaces.
That is, only the information pertaining to that decision is handled as a variable. Other information is
inherited as a constraint. For example the part cycle inherits the information processed by the
production cycle as a constraint which in turn is constrained by the information processed at the
product development cycle. One can look at the degree of non-integration as the number of
constraints a decision space inherits. The extent to which these constraints can be converted into
variables represents the degree of integration. For instance, the design function in sequential
formulation will constraint the process planning function. Because of the isolation of decision
spaces, a mere interfacing between these two functions will require repeated iterations. Integration of
the functions, will, however, provide for real-time interaction between these functions. From an
enterprise point of view, parameterized decision spaces are fragmented and their existence prevents
the associated set of functions from operating as an information-processing and decision-making
whole, since results reflect a sequence of discrete decisions. Hsu and Rattner’s work suggests that
while such functions operate as though they are using local variables, they are in fact tightly coupled
(through, perhaps second or third order relationships) to many other apparently local variables. Part
of the difficulty in achieving integration stems from the obscured local vs. global distinction.
Another distinction which needs to be made here is that between local and global optimality. Since
constraints from both higher levels and from peer-level are inherited as constraints, they are not
evaluated in local decisions. Therefore, it is possible that while an enterprise may try to achieve local
optimality, it may prevent global optimality of enterprise performance. This is further explained with
reference to figure 8.
Figure 8(a) depicts a traditional, sequential formulation of manufacturing functions. Each oval
represents a decision space . Within each level in the hierarchy, the arrows depict the explicit
flow of information between pairs of peer functions. Between hierarchy levels, the arrows
1 7

20. 1 8
symbolize the assertion of constraints.
Flow of information
Product
development
cycle
Production
cycle
Part
cycle
Demand
Design
Material
Capacity
Demand
Design
Material
Capacity
Demand
Design
Material
Capacity
Demand
Design
Material
Capacity
Demand
Design
Material
Capacity
Demand
Design
Material
Capacity
Constraints
Decision Space
Levels of decreasing decision scope, information
aggregation, and real time unit of measure.
Fig. 8(a): Sequential Formulation Fig. 8(b): Parallel Formulation
Figure 8: Sequential and Parallel Formulation of Decision Making Hierarchy (Rattner, 1990)
In contrast, manufacturing functions can be organized in parallel; i.e., to explicitly share
unified decision spaces. The extent to which parameters and constraints are converted to decision
variables is a measure of integration strength among sub-functions. The implication is that by
explicitly managing global decision variables as such, each local function supports global
performance objectives. The impact of optimizing global performance is ultimately measurable from
the firm’s production function. The paradigm is rooted in the premise that local productivity is
largely irrelevant and that an enterprise achieves competitive success if it achieves optimal global
productivity. Formulating tasks in parallel is a means towards that end.
The paradigm alters the decision-making hierarchy so that peer functions operate in parallel.
Thus, all decisions are made in support of explicit global requirements. In this way, decisions
contribute to synergy. Figure 8(b) depicts the concept of parallel formulation. Each oval again
represents a decision space and each arrow represents the flow of constraints (downward) and
feedback (upward) between hierarchy levels. There is no longer a need for explicit flows among
peer functions since such iterations (sequential iterations) have been replaced by a comprehensive
decision space.
The three level approach to information systems development can also be brought into the
ambit of the above theoretical framework. The decisions at the planning level constraint those at the
analysis level and from there down to the design level. The task here is to convert these constraints
into variables which can be manipulated as the need arises. For example, the critical success factors
at the planning level constraint the analysis, design and implementation of a particular application.
In a parallel formulation this constraint would become a variable - that is not only do CSFs
determine applications to support them but the CSFs set itself will be altered depending on the
realities of an enterprise’s information system. This provides a new perspective on SISP - the

21. bottom up planning - where the planning level variables (at least some of them) are manipulated by
the ‘state of the IS’ in the organization. Where these variables can not be manipulated, for example
those reflecting the external environment (competitors, technology available, etc.), this bottom-up
approach will explicitly acknowledge those limitations and hopefully initiate a corrective action. It is
not that organizations are not doing some or all of the things suggested here. The parallel
formulation of information systems development tasks is expected to formalize and structure these
steps and provide automated support for carrying them out in an interactive manner.
This parallel formulation of IS development tasks will also help organizations tide over a
major limitation of SISP methodologies: planning is unnecessarily detailed and takes a long time.
When the entire hierarchy of tasks related to developing down to implementing a plan is modeled in
terms of its explicit information flows and data and knowledge classes, information systems can be
developed quickly along the preferred paths (flows) without having to develop the entire system.
Systems so developed will be different from those developed in an ad hoc manner in response to
exigencies of the situation - these systems will be integrated with the overall system at the logical
level as they are developed out of the shared information, data and knowledge spaces. This concept
has its parallel in Physics. Holographic images are made up of a multitude of images where each
individual image is derived from and contains the big image. In the same way, individual systems
will be derived from the overall system and will in turn holistically support the overall system.
To conclude this theoretical perspective, it offers a viable alternative to the SISP process.
Although not as well defined as in the CIM scenario, there is a structure to the SISP process. The
literature and the analysis of existing methodologies, as mentioned earlier, does point to certain
generic tasks and information flows required for SISP. This will provide the starting point for
building a framework for a parallel formulation of SISP tasks.
6. Conclusions
Information-based enterprises must be planned in an integrated way whereby all stages of the
life cycle are engaged to bring about agility, quality, and productivity. This integration is similar in
nature to the integration of product life cycle for an enterprise. The existing methodologies,
however, tend to support information planning as an island separated from the wealth of the
enterprise’s information resources. A needed new approach would tap into these resources which
capture and characterize the enterprise to allow for integration of the planning stage with information
systems development stages and support a shortened and adaptive cycle. This paper is a small first
step towards a big task: developing a framework and a theory for strategic information systems
planning. The need for such a framework is established by the existing problems in implementing
SISP methodologies and also by what these methodologies themselves lack. A possible approach to
building a framework is traced to the theoretical work of Hsu and Rattner (1993) and that is where
the thrust of this line of research is expected to lie.
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